Fractional CRM & Lifecycle Architect · Ex-Uber
That channel needs an owner. I take ownership of your CRM and lifecycle system — the economics, the architecture, the behavior — and prove every gain against a holdout. Ex-Uber: I owned CRM for 250,000 Uber Eats merchants across 17 countries. Now fractional.
Retainers €2,500–€14,000/mo · public pricing · no more than three clients
Not ready for a call? Write me one question — I answer personally.
A valuable part of Uber — deep CRM systems expertise with a pragmatic, business-first mindset.
Built lifecycle & MarTech systems at
The work so far
Every number here opens its own ⓘ — how it was measured, and what it does not claim.
I think in P&L. I build in systems. I read behavior. Most teams split those across three people — I hold them in one. My one rule: retention compounds, attention doesn’t — so I publish how these numbers are measured, not just the headlines. Here is what that looked like at Uber.
The entire Uber Eats CRM layer, spanning three continents — one operator, end to end.
Every merchant message Uber Eats sends in EMEA — 2M a month, 8 languages — ran through systems I owned. Strategy, SQL, templates, deliverability, experimentation — there was no one else to hand it to.
businesses under CRM ownership
WhatsApp CRM beta vs. email on merchant ad spend. Now a 2026 global priority at Uber.
Measured on merchant ad spend: the WhatsApp CRM beta against the email control, UK pilot. The beta sample was small, so I publish the conservative floor — >80× — instead of an exact multiple. Strong enough that WhatsApp CRM became a 2026 global priority at Uber.
FY26 incremental revenue forecast — Merchant Education CRM strategy I co‑authored.
FY26 incremental revenue forecast for the Merchant Education strategy — fewer cancellations, higher merchant retention — co-authored in Central Operations and built on Uber’s internal planning models. Labeled a forecast because that’s what it is; it passed Uber’s own planning review, which is the bar that matters.
CTR uplift across core EMEA lifecycle. 1.53% → 2.28% via systematic A/B testing, AMPscript fixes, AI personalization.
1.53% → 2.28% click-through across the core EMEA lifecycle portfolio — a portfolio-wide shift, not one hero campaign. Source: SFMC reporting, with holdout groups wherever volume allowed a clean control.
Diagnosed and fixed a global SFMC defect — took deliverability from ~84% to 95%+ worldwide, not just EMEA. How I found it →
~84% → 95%+ delivered, verified in raw delivery logs. Root cause was a platform-level SFMC defect I diagnosed and escalated; the fix shipped worldwide, so every Uber market benefits — not just mine.
Open-rate uplift on the same lifecycle programs. 43.9% → 52.7% — a quiet compounding gain across millions of monthly sends.
43.9% → 52.7% on the same programs, same audiences, same measurement setup before and after. Apple’s Mail Privacy inflates absolute opens, so I read the delta, not the absolute — and the +20% relative shift is real.
New countries launched on the CRM communications playbook I built for Uber Eats expansion.
Seven country launches on the CRM communications playbook I architected, counted from Uber’s internal launch tracker — each market live with its full lifecycle stack from day one.
The problem
The tools are there: SFMC or Braze, a data warehouse, a CRM, maybe HubSpot. What’s missing is ownership — decisions, governance, measurement, lifecycle logic. That’s where revenue leaks, quietly: deliverability drifts, journeys nobody owns multiply, and the impact never shows against a holdout.
The usual trigger: your lifecycle lead just left and the replacement is two quarters away · deliverability dipped and nobody owns it · you inherited SFMC or Corezoid and the migration decision keeps slipping.
What’s missing is ownership of the whole loop — one person who decides what to build, then proves it moved revenue, not just that it shipped.
See how I think about thisWhat makes this work
M.S. in Business Economics, with honors. Twelve years building lifecycle systems that answer to the CFO, not just the CMO.
Every recommendation is stress‑tested against unit economics — CAC, LTV, contribution margin, retention curves — before it ships.
I make the stack work, not just send through it. Enterprise CRM platforms (SFMC, Braze), data-warehouse inputs, SQL, the templating layer — hands-on, inside whatever the company runs.
AI/LLM personalization in production. Corezoid/n8n/Zapier for orchestration — I once shipped a production orchestration solo in six days that the internal team had scoped at two months — a wartime volunteer build, full story and provenance →
Behind every cohort is a person — what they need, when they need it, and what nearly made them leave. My edge is breadth: the economics, the technology, and twenty years of reading people let me model the actual recipient, not a demographic bucket.
The output: fewer messages, more relevant ones, better timing — the kind of compounding retention that makes blasting look expensive.
Where I differ
The first question I ask in any audit: what does the CFO see that the team doesn’t believe is true? At a global email platform, the CFO saw the delivery number; the team believed it was fine. Roughly one in six messages wasn’t reaching the inbox — and the cause was buried in the platform itself, not in anyone’s campaign.
I traced it to a platform-level defect, proved it in the raw delivery logs, and escalated it beyond my own remit until the vendor shipped a fix. Deliverability went from ~84% to 95%+ — and because the fix was at the platform level, every market on it benefited, not just mine.
That instinct — find the real cause, not the visible symptom — is what the Diagnostic turns into a fixed-scope product. It’s the cheapest, fastest version of the same judgment.
Selected work
A global production case, a signature automation from earlier in my career, and a published strategy memo. Together they answer the real question: how I think before a system exists, and how I operate once it has to scale.
250,000 merchants. 17 countries. 8 languages. Rebuilt the CRM architecture, fixed a global deliverability defect, co‑authored a €25M FY26 strategy.
Event-driven, multi-channel automation replacing a manual sales motion: 3× conversion, with concierge validation through a taxi API.
Habit-loop framework to grow tPro adoption. 2×2 Risk × Value matrix to prevent churn without burning margin.
See all case studies and strategy memos →
Want one written on your funnel? The €600 Lifecycle Teardown →
Featured endorsement · EMEA CRM Lead, Uber
Having Oleksandr on our EMEA merchant team was nothing short of transformative.
He doesn’t just manage campaigns — he engineers sophisticated, revenue-centric engagement ecosystems.
Skilled at tackling complex, cross-functional challenges — and turning them into practical, automated solutions. Work that consistently raises the bar for our team.
More from people I’ve worked with
A real CRM wizard. Keeps surprising me with the creative ideas and solutions he comes up with. A true inspiration to work with someone who is such a specialist and so passionate about his profession.
Martine Peeters
PR & Communications Lead · StuDocu
A great leader and the best marketer I’ve worked with. Understands every part of marketing and explains technical aspects so anyone can follow. Never tires of experiments.
Viktoriia Nikolenko
Head of Marketing · Kiss My Apps
Before we talk numbers
Filtering misfits early saves us both. If any of these is what you actually need, I’ll point you somewhere good — but it won’t be here.
No agency-style retainer. One senior IC works alongside your team — not an external firm rotating juniors through your stack.
No paid acquisition or media buying. A different discipline. I focus on what happens after the click — retention, lifecycle, unit economics.
No greenfield CRM build. I optimize and rearchitect existing stacks. If you have nothing yet, hire a CRM Manager first — then bring me in to scale it.
No production-volume execution. Embedded Architect and Fractional Lead include hands-on journey architecture, SQL, AMPscript fixes — but not “QA 50 emails through Litmus this week.” That’s a CRM Manager hire.
The shape of the work
01 · Days 1–30
Audit
The Diagnostic at retainer depth: stack, data flows, lifecycle, ownership.
02 · Days 31–60
Data analysis
Behavior, cohorts, holdouts — what actually moves revenue, proven.
03 · Days 61–90
Strategy rebuilt
The CRM strategy re-architected — with the plan for the next nine months.
After day 90 it gets light on purpose: your team runs the plan, I monitor, review each quarter, and step in only when something needs a senior call. The best sign I’m doing my job is that you need me less — DOC.UA has run on that quiet tail since 2020. The Advisor tier is that tail.
Retainer model
No meter running. Which one is yours depends on the situation — the grey line under each name. Most sign the Architect, build, then step down to Advisor: the judgment stays after the invoices shrink.
All three are fractional by design — async-first, on my own rhythm, and none of them is a payroll seat. What changes between them is how deep I’m in: available, hands-in, or answerable for the whole function. Three clients maximum, so the calendar is honest. See which tiers are open right now →
3-month minimum · month-to-month after
no competitors in your sub-vertical · NDA
For your CFO: full comparison →
“Campaigns keep shipping. Revenue doesn’t move. No one owns the loop.”
I take ownership of one system, end-to-end. Roadmap and architecture, hands-on repair — SQL, AMPscript, Liquid, platform config — experiments against a holdout, decisions written down. The system keeps moving, and it’s measured against the P&L. Scope lives in writing; overflow is a conversation first — never silent overtime.
One system, not all of them. I do not take on your team's day-to-day queue.
Then, when the build stabilizes ↓
No production execution: I advise, your team ships.
Not a replacement for your marketing director. And not full-time: one company at this level, on my own rhythm.
By application, after a Diagnostic.
Format: a document your CFO can read, not a slide circus.
“Deep CRM systems expertise with a very pragmatic, business-first mindset — a rare and very valuable combination at our scale.”
Build vs. buy
Without the 3–6-month hunt, the management load, or the lock-in.
Hiring it in-house
/ year, all-in
Embedded Architect
/ year — only while you need it
All-in assumes a ~€90–120K base for a senior lifecycle/CRM lead in Western-EU markets, plus employer taxes & benefits (≈30%).
FAQ
Mostly leverage. One senior architect compounding decisions across no more than three companies creates more value — and stays sharper — than any single payroll line. Better for you, not just for me. And the leverage is the operating model — one owner of the loop, measured against a holdout — not the send volume: it works the same whether you send 20K messages a month or two million. Run the arithmetic on your own numbers →
Standard NDA, plus an explicit non‑compete clause within your sub‑vertical for the duration of the engagement. I don’t take two B2C marketplaces in the same geography simultaneously, ever. I’ll tell you who else I’m working with at intake — that’s how trust works.
Advisor is judgment and review. Embedded Architect includes hands-on architecture work — SQL, AMPscript fixes, segmentation logic, automation design, platform config — but I do not sell production volume. If you need someone to QA emails for 6 hours a day, that is a CRM Manager hire, not a fractional operator. Fractional Lead is full ownership of a transformation, including internal contractors and stakeholder management.
We agree on 2–3 P&L‑linked metrics in the first two weeks (e.g. retention curve at 30/90/180, contribution margin per cohort, deliverability, or revenue per send). They get baselined and tracked monthly. If we’re not moving them by month 4, you have an honest conversation with me — not a renewal email.
You get a calendar confirmation and one short email with three questions: your stack, the metric that worries you, and who owns CRM today. No deck, no discovery sequence, no follow-up cadence. If it isn’t a fit, you’ll hear it on the call — with a pointer to someone better suited. If it is, you leave the call with a first cut of a 30/60/90 plan.
Three-month minimum, then month-to-month with 30 days’ notice. No annual lock-in, no termination fee. Everything I build is documented inside your systems and stays yours. I also plan for my own exit: once the system runs without me, I help you hire the person who keeps it running — or wind down to a light advisory tail. The best outcome is you not needing me at full intensity.
Yes — and you should. Before any retainer starts I’ll connect you directly with people who have managed me or paid me: my direct manager on Uber’s EMEA CRM team, and the leadership at DOC.UA, who have kept me on retainer since 2020. A 15-minute call with someone who has actually bought this work beats anything I can write here.
Standard NDA before anything else. I work inside your systems, under your access policies — least-privilege accounts you create and can revoke any minute. Client data stays in your stack; nothing is copied out. GDPR-native by background (EMEA scale-ups and banks), DPA on request.
No — and that protects you as much as me. Prices are public and move only upward, one step each time a slot fills. Whatever you see on this page is what the last client paid or less. The only exception is the Solidarity tier for Ukrainian-founded companies — and it is public too.
We review the level at day 90 and it is a joint call. Stepping down does not restart the three-month minimum; stepping up starts from the next month. Most people sign the Architect, build, and settle into Advisor once the system stops changing — the judgment stays after the invoices shrink.
30 minutes, video, no agenda template. I want to understand where revenue is leaking: data, lifecycle, governance, tooling, or ownership. If the problem fits my shape, we agree on Diagnostic or retainer next steps in the same call. If it doesn’t, I’ll say so.
LinkedIn: linkedin.com/in/kyryllov